5. Organizing
Organizing is a systematic process of structuring,
integrating, coordinating task goals, and activities to
resources in order to attain objectives.
6. Organizational structure
An organizational structure defines how activities
such as task allocation, coordination and supervision
are directed toward the achievement of organizational
aims.
7. Organizational Design
Organizational design is a step-by-step
methodology which identifies dysfunctional
aspects of work flow, procedures, structures
and systems, realigns them to fit current goals
and then develops plans to implement the new
changes.
8. Organizational Design
Organizational Design have six key elements:
Work specialization.
Departmentalization.
Chain of command.
Span of control.
Centralization and decentralization.
Formalization.
9. Work specialization
Work specialization or division of labor is the degree to which
activities in the organization are subdivided into separate
jobs. Work specialization creates efficiency and productivity,
but can also result in boredom, fatigue, stress, low
productivity, poor quality, increased absenteeism, and high
turnover.
10. Departmentalization
Departmentalization is an aspect of organizational design that
includes the subdivision of a business into units based on their
function or other criteria. Most companies, including
restaurants, are likely to use two or more types
of departmentalization simultaneously.
12. Functional departmentalization
In functional departmentalization, an organization is
organized into departments based upon the respective
functions each performs for the organization.
15. Process Departmentalization
Grouping activities on the basis of product, services or
customers. Process departmentalization allows
homogenous activities to be categorize in which each
process requires different skills.
16. Customer Departmentalization
Grouping activities on the basis of common customers
or types of customer. Different departments are made
to serve the common type of customers. The
assumption is that the customers of each department
have common problems or need which is fulfilled by
the departments. These departments are under
supervision of the specialist who meet the problems
and needs of the customers
17. Chain of command
Chain of command is the authority, communication
and responsibility along which orders are passed in
the organization. We can say that the order from top
management to the lowest rank is the chain of
command.
19. Span of Control
Span of control is that a manager can handle how many
employees in organization efficiently and effectively.
Manager is how much capable enough to direct the
employees. Whether employees are following his
command or not.
20. Span of Control
Skills and abilities of the manager.
Employee characteristics.
Characteristics of the work being done.
Similarity and complexity of tasks.
Standardization of tasks.
Strength of the organizations culture.
Preferred style of the manager.
21. Centralization and decentralization
Centralization :
Centralization refers that decision making in the
organization can be done by only top management. It
is the formal authority that top management will give
decisions which will be followed by every one without
any changes.
22. Decentralization:
Decentralization refers that decision making is not only
restricted to top management. Decisions are also made
by lower level employees because they are more towards
the action of performance. Decentralization make
employees feel that organization is trusting on them and
giving right to make decisions.
23. Formalization
Standardization of job within the organization is called
formalization. The rules and regulations within the
organization are strictly followed. It is very clear that
what is to be done, when it is to done and how it is to
be done.
Example: Every one should be on their desk at 8:00 am
sharp and salary will be deducted Rs 200 on every
absent who ever has more than 3 absent in a month
